Training and development aims to improve employee performance and establish skills. It enhances knowledge but also changes attitudes and competencies. Training differs from education in focusing more on practical skills for a particular role. Organizations provide training internally through existing staff or externally through consultants to develop employee and organizational abilities. This benefits both individual career growth and company performance. Effective induction programs help new employees adapt quickly by introducing them to organizational culture and reducing reality shock.

1. TRAINING AND DEVELOPMENT - INTRODUCTION
Training can be introduced simply as a process of assisting a person for enhancing his efficiency and
effectiveness to a particular work area by getting more knowledge and practices. Also training is important
to establish specific skills, abilities and knowledge to an employee. For an organization, training and
development are important as well as organizational growth, because the organizational growth and profit
are also dependent on the training. But the training is not a core of organizational development. It is a
function of the organizational development.
Training is different form education; particularly formal education. The education is concerned mainly with
enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes
and competences in good manner. Basically the education is formulated with in the framework and to
syllabus, but the training is not formed in to the frame and as well as syllabus. It may differ from one
employee to another, one group to another, even the group in the same class. The reason for that can be
mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after
good training programme, all different type skilled one group of employees can get in to similar capacity,
similar skilled group. That is an advantage of the trainings.
In the field of Human Resources Management, Training and Development is the field concern with
organizational activities which are aimed to bettering individual and group performances in organizational
settings. It has been known by many names in the field HRM, such as employee development, human
resources development, learning and development etc. Training is really developing employees’
capacities through learning and practicing.
Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource Development
is on developing the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.
All employees want to be valuable and remain competitive in the labour market at all times, because they
make some demand for employees in the labour market. This can only be achieved through employee
training and development. Hence employees have a chance to negotiate as well as employer has a good
opportunity to select most suitable person for his vacancy. Employees will always want to develop career-
enhancing skills, which will always lead to employee motivation. There is no doubt that a well trained and
developed staff will be a valuable asset to the company and thereby increasing the chances of his
efficiency in discharging his or her duties.
Trainings in an organization can be mainly of two types; Internal and External training sessions. Internal
training involves when training is organized in-house by the human resources department or training
department using either a senior staff or any talented staff in the particular department as a resource
person.
On the other hand external training is normally arranged outside the firm and is mostly organized by
training institutes or consultants. Whichever training, it is very important for all staff and helps in building

2. career positioning and preparing staff for greater challenges in developing world. How ever the training is
costly. Because of that, people who work at firms do not receive external trainings most of times. The cost
is a major issue for the lack of training programmes in Sri Lanka. But nowadays, a new concept has come
with these trainings which is “Trainers through trainees”. While training their employees in large
quantities, many countries use that method in present days to reduce their training costs. The theory of
this is, sending a little group or an individual for a training programme under a bonding agreement or
without a bond. When they come back to work, the externally trained employees train the employees who
have not participated for above training programme by internal training programmes.
Employers of labour should enable employees to pursue training and development in a direction that they
choose and are interested in, not just in company-assigned directions. Companies should support
learning, in general, and not just in support of knowledge needed for the employee's current or next
anticipated job. It should be noted that the key factor is keeping the employee interested, attending,
engaged, motivated and retained.
For every employee to perform well, especially Supervisors and Managers, there is a need for constant
training and development. The right employee training, development and education provides big payoffs
for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the
firm. In most cases external trainings for instance provide participants with the avenue to meet new set of
people in the same field and network. The meeting will give them the chance to compare issues and find
out what is obtainable in each others environment. This for sure will introduce positive changes where
necessary.
It is not mentioned in any where that the employers, managers and supervisors are not suitable for
training programmes. They also must be highly trained if they are expected to do their best for the
organization. Through that they will have best abilities and competencies to manage the organization.
Training employees not only creates a more positive corporate culture, but also add a value to its key
resources.
Raw human resources can make only limited contribution to the organization to achieve its goals and
objectives. Hence the demands for the developed employees are continuously increasing. Thus the
training is a kind of investment.
WHY EMPLOYEE INDUCTION IS IMPORTANT?
Employee induction programs will reduce the reality shock and cultural shock of the new employee in
short period. New employees are having dreams about some organization and the cultures, but the actual
situation may not be the same as they are thinking. That unexpected situation will make shock in the
employees mind and that may cause not to have well efficient of the employee. Not only the efficiency,
but also it may cause to increase the working stress of the new employee, and some times it may cause
to new labor turn over too. Some times the organizational culture may not match with the new employees’
expectation. That may cause to make many of conflicts and problems at the organization, among working
groups. Assume if there is have a conflict between a group of new employees who are having educational
qualifications than others with high class and a group of employees who are having well experience in the
industry with lower class of the society. Both of parties have different cultures. (Assume the experienced

3. management level educated employees have worked with this all labors with peace and mutual
understanding) Manage this conflicts is not easy at the middle level, mean after this happened. If there
were a proper induction program has practiced and these two cultures have introduced to each others.
Then they will understand the importance of they are being at the organization as a one group. This is
possible to have in both individuals and groups.
Induction is helps to employee to adapt to the organization easily in short period. This will help to reduce
the labor turnover as describes at above. Inductions helps to make expectation on people.
TYPES OF INDUCTION
Organizational induction: This is means the new employee is oriented to Vision, Mission, Goals,
Strategies, Organizational Setup ad history and current states of the organization.
Department Induction: This means the new employee is oriented to the particular department where he
or she will have to perform.
Job induction: the new employee is oriented to the job he/she is supposed to perform. He/she should
learn the duties, responsibilities, working conditions of the job.
Human induction: the new employee is introduced to all the personnel with whom he/she will have to
interact frequently.
CATEGORIES OF INDUCTIONS
General induction: this is refers to introducing the new employee to the organization setting. Top
management may involve in this step and they may address to all recruited new employees at once as a
group, not individually.
Special Induction: This is refers to introducing the new employee to the job and job environment.
Immediate supervisors, field expertise, co workers/ peers and some times subordinators may involve to
this category. This is directly refers to the work that needs to done by new employee. So this step may
critical thing at the organization. At this stage new employee might solve his/her problems, which are
relating to his/her works
STEP OF INDUCTION- AT PROCESS OF HUMAN RESOURCE MANAGEMENT
After hiring new employees to the organization, they should be well understood and familiar with regard to
organizational philosophies, goals and objectives, policies, procedures, rules and regulations and
practices. It requires that a new employee is to be originated so as to suit the organization thought he/she
is a well qualified and experienced person. This orientation is called employee induction.
Induction can be defined as “The HRM function that systematically and formally introduces new
employees to the organization, the jobs, the work groups to which they will belong and the work

4. environment where they will work.” According to the above definition it is needed to plan a good
orientation program for the new employees. Then the new comers will know what they need to do and
what the expected things is organization expecting from them. So that mutual understanding will helps to
the new employee to survive in the organization at the beginning. And also induction program will
introduce the new employee to the organization and vice versa.
It is a systematic attempt to introduce the new employee to the organization, the relevant department, the
relevant job and the relevant personnel. Also new employee will know who are his/her superiors,
subordinators and peers. So then the new employee will knows at least from whom he/she may need to
get help. Good induction programme is the basement of mutual understanding pr all parties.
OBJECTIVES OF TRAINING
Objectives of training methods can be determined generally as below.
a) Increase job satisfaction and morals among employees
b) Increase employee motivation
c) Increase efficiencies in processes, resulting in financial gain
d) Increase capacity to adopt new technologies and methods
e) Increase innovation in strategies and products
f) Reduce employee turnover
g) Enhance company image, e.g., conducting ethics training (not a good reason for ethics training!)
h) Risk management, e.g., training about sexual harassment, diversity training
Objectives of orientations are different from other methods, because it is given for the new employees of
the organization at the beginning of their career at organization. Orientation training should emphasize the
following topics:
(i) The company's history and mission.
(i) The key members in the organization.
(ii) The key members in the department, and how the department helps fulfill the mission of the company.
(iii) Personnel rules and regulations.
Objectives of the telling methods give an idea about the training area. Sometimes written parts also can
be seen in this method, but generally this method gives an understanding about the learning area.
Showing methods create a picture in trainees mind and it helps to bring the trainee to real situations and
that helps to practice decision making and general understanding in wide area, than telling method. This
method also helps to increase the creativity of the trainee.
Role playing generate leaders and decision makers. Such kind of things help the trainee to get a deep
understanding about the learning and working area. These kinds of trainings can be used for junior
management levels and finally can make a competence, skillful employees. Job rotation reduces the
individual stress while training employees as generalists. By this training method, employer or
management can assign the trained employee to fill an internal vacancy, without giving training again.

5. This will help the smooth flow of work at the organization. These kinds of trainings are better to face
absenteeism of an employee in any manner.
Technical training is unique for a job. Most of technicians are specialized for their fields. So these
technical trainings reduce wastage and accidents while maximizing the profit of a firm or the line. These
kinds of trainings create efficiency in the organizational production.
TRAINING METHODS TYPES - THE DISCUSSION TECHNIQUE- (Orientations, Internships and
assistantships, Programmed , Laboratory , and Technical trainings
The discussion technique involves the participation of the trainee in actual work. Trainee is allowed to ask
any related questions. Some times cases are also used for actual situations. These methods generate
discussions between the trainee and the trainer. This can be used in several types of organizations relate
to their works.
Some methods can not be determined as a part of above mentioned training types, because they have
some specific characters or a combination of above types. Those various specific training methods are
discussed below.
a) Orientations - Orientations are for new employees. The first several days on the job are crucial in the
success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit
do so in the first ten days.
Some companies use verbal presentations while others have written presentations. Many small
businesses convey these topics in one-on-one orientations. No matter what method is used, it is
important that the newcomer understand his or her new place of employment.
b) Internships and assistantships – These are usually a combination of classroom and on-the-job
training. They are often used to train prospective managers or marketing personnel.
c) Programmed learning - Programmed learning, computer-aided instruction and interactive video all
have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material
already learned to be bypassed in favor of material with which a trainee is having difficulty. After the
introductory period, the instructor need not be present, and the trainee can learn as his or her time allows.
These methods sound good, but may be beyond the resources of some small businesses.
d) Laboratory training – This is conducted for groups by skilled trainers. It usually is conducted at a
neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and
an increased ability to deal with management and peers. It can be costly and usually is offered by larger
small businesses. Most of research and development institutes are used this method and this will be the
most effective training type to such kind of institutes.
e) Technical training – There are numerous fields in which technical training are offered which covers
the jobs such as that of draughtsman, machinist, toolmaker, designers, mechanics, electrician, technical
officers and technical assistants etc. For training in crafts, trades and in technical areas, apprenticeship
training is the oldest and the most commonly used method. Apprenticeships develop employees who can
do many different tasks. They usually involve several related groups of skills that allow the apprentice to
practice a particular trade, and they take place over a long period of time in which the apprentice works
for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring
production skills.

6. TRAINING METHODS TYPES - THE ROLE PLAYING METHOD
Role playing and simulation are training techniques that attempt to bring realistic decision making
situations to the trainee. Likely problems and alternative solutions are presented for discussion. The
adage there is no better trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from developing the solutions
to these simulations. This method is cost effective and is used in marketing and management training.
Sometimes role playing activities can be categorized under the discussion methods too.
Job rotation also can be mentioned as a role playing method. Job rotation involves moving an employee
through a series of jobs so he or she can get a good exposure to the tasks that are associated with
different jobs. It is usually used in training for supervisory positions. The employee learns a little about
everything. This is a good strategy for small businesses because of the many jobs an employee may be
asked to do, and this strategy is used to manage individual stress at organizations.
TRAINING METHODS TYPES - THE SHOWING METHOD
In showing method audiovisual methods such as television, videotapes and films are used. This is the
most effective means of providing real world conditions and situations in a short time. One advantage is
that the presentation is the same no matter how many times it's played. This is not true with lectures,
which can change as the speaker is changed or can be influenced by outside constraints. The major flaw
with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor
does it allow for changes in the presentation for different audiences.
Sometimes presentations can be considered, according to showing method; but the presentations are
combination of verbal and displaying or showing methods.
TRAINING METHODS- On-the-job training, Off-the-job training
Trainings in an organization can be divided to two broad types. They are on-the-job trainings and off-the-
job trainings. These on-the-job trainings are given to the employees while they are conducting their
regular works at the same places. In this way they do not lose time while they are training or learning.
After a plan is developed for what should be taught, employees should be informed about the details. A
time table should be establish with periodic evaluations to inform employees about their progress. On-the-
job training techniques include orientations, job instruction training, apprenticeships, internships,
assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, audio visual conferences or discussions, case
studies, role playing, simulation, programmed instructions, and laboratory trainings. Most of these
techniques are too costly.
Methods of trainings can be basically divided to four types, namely,
a. the telling method
b. the showing method
c. the role playing method
d. the discussion technique
OBJECTIVES OF TRAINING PROGRAMMES

7. One major objective of the training is problem solving in ongoing processes. Training can solve a variety
of manpower problems including operational problems involving manpower component. If not solved,
these problems may lead to the reduction of optimum productivity. These problems can emerge within
any group, such as except non-except, line and staff, unskilled, skilled, lower, middle and upper
management. These problems are according to natures and all are having a common denominator, the
solution required individual to their appreciative backgrounds specific identifiable items of additional
knowledge skill or understanding. Organization wide, these problems includes needs to
a) Increase productivity
b) Improve the quality of work, work life and raise morals
c) Develop new skills, knowledge, attitudes and understanding
d) Correct use of new tools, machines, processes, methods or modifications thereof
e) Reduce wastage, accidents, turnover, lateness, absenteeism, and other overhead costs.
f) Implement new or changed policies or regulations
g) Fight obsolescence in skills, technologies, methods, products, markets, capital management etc.
h) Bring incumbents to that level of performance which meets the standard of performance for the job.
i) Develop replacements, prepare people for advancement, improve manpower deployment and ensure
continuity of leadership.
j) Ensure the survival and growth of the organization.
k) Optimum utilization of human resources at the organization can be considered as an objective of
training programs. The training and development programs further help the employee to achieve the
organizational goals as well as their individual goals.
l) Training and development is inculcating the sense of team work, team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn with in the employees.
m) Training programs can be used to building the positive perception and feeling about the organization.
The employees get these feelings from leaders, subordinators, and peers.
n) Health and safety is a major factor at the organization. Training programs in the sense of health and
safety helps in improving the health and safety of the organization thus preventing obsolescence; and it
will helps to create healthy work environment through changing attitudes of the both employees and
employers.
o) Finally the training programs are objected to develop human resources at the organization in
technically and behaviorally in an organization. It also helps to development of an organization through
more effective works, decision making and problem solving too. Training programs reduces the stress of
management and employer; because when employees receive.
TRAINING METHODS TYPES - THE TELLING METHOD

8. In the telling method, lectures are delivered similar to class room sessions. Lectures are used in this type
of methods. Lectures present training material verbally and are used when the goal is to present a great
deal of material to many people. It is more cost effective to lecture to a group than to train people
individually. Lecturing is one-way communication and as such may not be the most effective way to train.
Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the
average attendee you may under train some and lose others. Despite these drawbacks, lecturing is the
most cost-effective way of reaching large audiences
ACHIEVING TRAINING OBJECTIVES
Training objective should be specific for the particular segment of the even or an organization. As mention
above, the training objectives may different from the one organization to another; but the objective should
be specific for that organization and or specific to part of that organization. i.e. Implement ISO 9000:2001
quality system for Research and Development Division. The above objective is specific, and the
employees should be trained for achieve that objective. Even the above objective can be different from a
Testing services division. R & D is trial and error method or product development basis and testing
services is based on evaluation methods or quality assurance of developed product basis. It definitely
may different from marketing and sales division of an organization.
Another important thing of the establishing training objectives is it should be measurable. From a specific
method or a process or generally, the objective can be measured. If the objectives can not be measure,
the evaluation of the training is difficult. Therefore a good training objective is should be measurable. If
the training can not be measure then it will go in to wide area rather than expected, and the trainees may
confused because of that. The confusion of a trainee in a training programme may be a reason of lack of
participation of the next training programme; and also if the training did not develop the trainee, that will
be waste the time of both trainee and trainer. Even that will not make confusion in trainee, but also it
happens in the trainer. So the training objectives should be established in measurable way by any one.
The training objective should be achievable by trainees. If the training objectives can not be achievable by
trainees, it is also an error of setting training objectives. The training programmes should be motivating
employees of an organization; not makes frustration in them. For motivate people and training them in
correct way, there should the objectives are achievable. i.e. Implementing ISO 9000:2001 quality system
among R & D Division that should be achievable. If the R & D Divisions can not implement the quality
system any how, that objective is not achievable for R & D institutes rather than production oriented
organization. When setting non achievable training objectives, trainees are may feel that training will not
effect for them; and it may only time consuming thing. In organizational level time consuming for non
profitable thing is not good. It may reason for profit losses and destroy skillful employees’ skills too.
Competence employees may not like to spend their valuable time for non achievable things and it may
make stress in their minds too. Then the absenteeism, accidents, and less concerning to work may
increase in the organization. So there must to set achievable training objectives when the training is
allocating for employees.
The training programme should relevant to an organization or to the employee. Sometimes employees
may receive some of training programmes which are not directly relevant to their current fields; but it may
have a good opportunity to adapt to new potential field to the employee. Also, some kind of general
trainings has involved making employees as “Generalists” not specify to a particular field. That is suitable
for most of firms, organizations; but such as medicine, surgeons, and research officers, that is not relative
mostly. Those specific job titles have to have a specialization and special abilities. The generalist concept
is most suitable to most of organizations because then the employer can rotate employees among the
organization in to several types of job responsibilities. To reduce individual stress in an organization, the
job rotation is a suitable process. To rotate jobs, employees must have general knowledge and abilities to
do assigned tasks well. Training and development programmes can bring the employees up to that
standard. In the case of specialized job titles, there have to be a direct relationship between training and
the job responsibilities. i.e. to a research officer who is specialized in inorganic chemistry , training related
to handicraft or carpentry will not be useful for his research field. That training is useful for a carpenter.

9. When considering nano technology, there is no direct relationship between nano technology and
inorganic chemistry, but there is a good potential to apply nano technology in inorganic chemistry such as
making free radical coatings with certain materials giving them special properties. Nano technology is
related not only to inorganic specialists, but also it’s related to the specialists in organic chemistry. For
example nano technology is used in organic chemistry to produce high efficiency hydrocarbons by
converting hydrocarbons to nano particles ultimately making high efficiency fuel source. Also, Nano
technology is not related to administrative work. Administrative works should have trainings such as PR
handling etc. So the relatedness of the training program for employee is an important thing when setting
training objectives. The employer or trainer must concentrate on these functions when he or she
establishes training objectives to the training programmes.
In both on-the-job and off-the-job training methods, training objectives should be time bound, because the
trainee takes time to develop skills in him. When considering off-the-job type trainings, during the training
period, the organization may not have a maximum contribution for the production function. Evan in on-the-
job type training, there is low contribution from the employee to organization during the training periods.
Therefore to minimize this additional time consumption, the trainings should be time bounded. For an
employee to achieve a given objective within a given period of time there can be gat efficient
automatically. Training programmes and training objectives should be oriented in efficiently. For that
purpose, there should be a specific time period to end up the training and develop the trainee.
SETTING TRAINING OBJECTIVES - WHAT ARE THE TRAINING OBJECTIVES
Training objectives are some kind of statements of what training is expected to achieve at the beginning.
Setting training objectives must be in according to SMART theory; because of the training is one of
important function in human resources management and also it is a costly process. So the training
objectives should be expected level of an employee by employer.
Identification of the training needs correctly is most wanted thing for setting training objectives. For setting
training objectives, there can be done some of analysis of employees. This also is important to the
designing of the training programme. An employer can do a task analysis, fault analysis and skill analysis
at the beginning of setting training objectives. Task analysis is a systematic analysis of the behaviour
required to carry out a task with a view to identifying areas of difficulty and the appropriate training
techniques and learning aids necessary for successful instruction. By task analyzing there can be identify
what kind of difficulties the employee is facing while doing the given task. Where the incidence of errors of
faults in a job can be fairly high, the faults analysis method can be useful for identify the actual faults.
Identifying the faults and the frequencies of faults are doing important job on the setting training
objectives. Maybe the most common method of analyzing the skills required in work of a non-supervisory
nature in industry or commerce is that known simply as skills analysis. There has a good potential to
identify skills and abilities by skill analyzing. Knowing of skills of an employee is important to set
objectives on trainings.
As a major function of human resources management process, training and development is giving higher
contribution to the organization when recruiting new employees to organization. After recruit new
employee, training programmes are important to induction part of HRM process. Not only for the induction
of HRM has process, but also for other parted of the process, such as performance appraisal etc. When
establishing training objectives these kinds of specific things should be conceder, as same as other
things.
In setting objectives of training, is depends on the organization. It may differ from an organization to
organization. In an organization again the objectives are basically depends on its vision mission and
corporate objectives. These have to achieve without any argument. But in operational level, there can be
identify most of times employees makes lots of mistakes because the lack of training. Even they are
highly paid, highly motivated people; this can not be decrease in large amount. For these types of
situations are the indicators of the training needs and the training objectives. Training objectives are

10. should be achieves and fulfill training needs of an organization. Also training objectives should have a
power of motivation. Otherwise if the training objectives make stress on the employee, then the out come
of training may not be achieves the objectives..
IDENTIFY TRAINING NEEDS- (C) HUMAN RELATION MOVEMENTS
Human relation movements, in other words labor turnover directly impact on the processes of
organization and also on the income. The labor turnover is some kind of an indicator of the organizational
stability and growth. Men work at organizations for many reasons - for high level of material comfort, for
recognition etc. Satisfaction is a major impact on employees to reduce labor turnover; because the
differences of people makes troubles for the managers. To motivate people, training and development
can be used effectively. Training and development gives a chance to employees to develop their skills
and abilities initially for their personal success and for organizational success. So employees can satisfy
from training programmes what ever useful to them, if they received trainings at the time they need it and
through a correct process. Satisfied employee will never leave his or her work place with out any
illnesses, retirements and such kind of things.
IDENTIFY TRAINING NEEDS- (B) ORGANIZATIONAL COMPLEXITY
When the organization recruits management trainees for their companies as just passed out graduates,
they are not in the situation to manage their theory knowledge in practice at once. Lack of experience and
application of theory knowledge for the right movement are basic reasons. So when company has
recruited trainees for their processes, there should give training for them to adapt for new field easily such
as human resources management. Trainees who successfuly developed are moved to the higher levels
of responsibilities in an organization. But the investment of both parties- trainee and organization in this
process is a waste for the both parties, when the trainee fails to develop.
IDENTIFY TRAINING NEED- (A) TECHNOLOGICAL ADVANCES
After Second World War the technology has developed in fast than the beginning. The average company
and even a research institute is basis on machinery and new technologies mostly. As a result of
researches and these innovations of technology and methods, organizations had a chance to reduce their
wastes and costs in production process while maximizing productions. But the technology advances can
not bear by organizations easily because of the adaptation is not easy. So for better adaptation
organizations should have a good process for that. Training and Development is most suitable for that
and it is commonly used. People should be trained for new technologies like Nano technology to face
global changes and to get maximum efficiency from raw materials. So the better adaptation process of
technology advances in an organization is training and development programmes.
IDENTIFY TRAINING AND DEVELOPMENT NEEDS
The first step of the process of training and development is identification of the organizational needs for
trained manpower, both present and future. Basically some questions can be used in this step.
a) What specifically must an employee learn in order to be more productive?
b) Where is training needed?
c) Who needs to be trained?
The productiveness of an employee is the important factor for the employer, because the income or profit
of the organization and employer is depends on the employees’ productiveness.

11. Begin by assessing the current status of the company; how it does, what it does best and the abilities of
your employees to do these tasks. This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. The organization or an employer should know
where it wants to be in its long-range strategic plan and organizational need is a training program to take
the organization from current situation to developed upped step.
Secondly, consider whether the organization is financially committed to support the training efforts. If not,
any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a companywide training effort
without concentrating resources where they are needed most. An internal audit will help point out areas
that may benefit from training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine what skills are available now
and what skills are needed for future development.
In summary, the analysis should focus on the total organization and should identify where training is
needed and where it will work within the organization.
When the organization has a clear idea to where training is needed, concentrate on the content of the
program. Analyze the characteristics of the job based on its description, the written description of what the
employee actually does. Training based on job descriptions should go into detail about how the job is
performed base on a task-by-task. Actually doing the job will enable you to get a better feel for what is
done.
Individual employees can be evaluated by comparing their current skill levels or performance to the
organization's performance standards or anticipated needs. Any discrepancy between actual and
anticipated skill levels identifies a training need.
All above details and descriptions will helps to find the gap between standard or expected performances
and the actual performances. In simply,
Training and development need= standard (expected) performance - actual performance
Training and development programmes needs in the industry are due to the following reasons.
THE TRAINING PROCESS CONT-SELECT THE TRAINEES, SELECT THE TRAINING METHODS
AND MODE,EVALUATING OF TRAINING
(e) SELECT THE TRAINEES
There should be a correct procedure to select the employees for training programmes so that the person
who really needs the trainings can be select. Otherwise if the trained and well skillful employees were
selected for the same training which has no contribution to their improvement, it will cost only money and
time.
(f) SELECT THE TRAINING METHODS AND MODE
The training method and mode should be trainee friendly. If the education level of trainee is not in the
standard of the training programme, the trainee will be unable to understand the core of the training, and
then again the time of both employer and employee will be wasted. Employer should have a sense to
identify the methods which are effective for the training programme. The methods and mode can differ
from one training programme to other.
(g) EVALUATING OF TRAINING

12. once after the training, there should be a procedure or a method to evaluate the training. That will help for
further developments and training programmes. After a good training programme, the trainee should be
developed. Development after training shows the effectiveness of the training programme.
THE TRAINING PROCESS- ORGANIZATIONAL OBJECTIVES,NEEDS ASSESSMENT,IDENTIFY THE
GAP BETWEEN EXPECTED AND ACTUAL PERFORMANCE,ESTABLISH TRAINING OBJECTIVE
(a) ORGANIZATIONAL OBJECTIVES
First the organization has to understand whether their objectives are achieved by employees. If not
organization should establish its objectives in employees; and the training also have to helps above
activity.
(b) NEEDS ASSESSMENT
Then the employer or organization should estimate the need of the training. There organization can use
many of methods such as questionnaires, income expenditure ratio etc. The training programme is based
on this training needs assessment.
(c) IDENTIFY THE GAP BETWEEN EXPECTED AND ACTUAL PERFORMANCE
After training needs assessment there have to identify the gap between expected and actual performance
of employee. This will helps to identify the weight of training that employee needs. Otherwise even after
training the organizational expectation may not be achieved.
(d) ESTABLISH TRAINING OBJECTIVES
This is also an important step of training process. To earn what is needed actually is based on this step.
After identify the gap between expected and actual performances they have to identify how to establish
the missed objectives in to employees and what would be the objectives that have to be established. The
process of this step is helpful for that.
THE TRAINING PROCESS- Objectives,Needs Assessment,Identify the gap,Establish training
objectives,trainees,methods and mode,Evaluate
The training is not a single task. It is a kind of process which is in the organizations. The training process
has several steps and that steps can be mentioned as follows.
a) Organizational Objectives
b) Needs Assessment
c) Identify the gap between standard and actual performances
d) Establish training objectives
e) Select the trainees
f) Select a training methods and mode
g) Evaluate the training
Definitions of Training and Development

13. Training is defined as follows by many expertise and literature.
“It is concerned with the knowledge, skill attitude, techniques & experiences which enable as individual to
make his most effective contribution to the combined effort of the team of which he is a member”
“Training is the process of assisting a person for enhancing his efficient and effectiveness at work by
improving and updating his professional knowledge, by developing skills relevant to his work, and
cultivating appropriate behavior attitude towards work and people. Training could be design either for
improving present capabilities at work or for preparing a person for assuming higher, responsibilities in
future which would call for additional knowledge and superior skills.”
“Training is the formal and systematic modification of behavior through learning which occurs as a result
of education, instruction, development and planned experience”
“Development is any learning activity, which is directly towards future, needs rather than present needs,
and which is concerned more with career growth than immediate performance.”
“Training is a method whereby people get hold of abilities to aid in the accomplishment of organizational
objectives. It occupies planned learning activities premeditated to develop an employee’s performance at
her/his recent job.”
“Development is a wide-ranging enduring multi-faceted position of behaviors to bring an employee or an
organization up to another entrance of presentation. Development also suggests achieving several jobs or
new role in the upcoming.”
CATEGORIES OF TRAINING- Training, Education, Development
Human Resources Training programmes are basically divided in to 3 main categories.
Those can be mentioned as:
a) Training
b) Education
c) Development